The cost of seagull management

The cost of seagull management Purpose – The purpose of this paper is to separate the leadership skills that get success from those that are inconsequential or harmful. Design/methodology/approach – More than 150,000 managers were studied through the online assessment of their skill in more than 30 competency areas against self‐reported, and company‐reported job performance. Findings – People may join companies, but they will leave bosses. No one influences an employee's morale and productivity more than his or her supervisor. It is that simple. Yet, as common as this knowledge may seem, it clearly has not been enough to change the way that managers and organizations treat people. Originality/value – The paper looks at the issue of seagull managers – and discusses the notion that every single manager is a seagull manager sometimes, in some situations, and with some people. The real challenge lies in understanding where seagull tendencies predominate, so that managers can fly higher and eradicate the negative influences of seagull behavior. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial and Commercial Training Emerald Publishing

The cost of seagull management

Industrial and Commercial Training, Volume 41 (3): 3 – Apr 17, 2009

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Publisher
Emerald Publishing
Copyright
Copyright © 2009 Emerald Group Publishing Limited. All rights reserved.
ISSN
0019-7858
DOI
10.1108/00197850910950925
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to separate the leadership skills that get success from those that are inconsequential or harmful. Design/methodology/approach – More than 150,000 managers were studied through the online assessment of their skill in more than 30 competency areas against self‐reported, and company‐reported job performance. Findings – People may join companies, but they will leave bosses. No one influences an employee's morale and productivity more than his or her supervisor. It is that simple. Yet, as common as this knowledge may seem, it clearly has not been enough to change the way that managers and organizations treat people. Originality/value – The paper looks at the issue of seagull managers – and discusses the notion that every single manager is a seagull manager sometimes, in some situations, and with some people. The real challenge lies in understanding where seagull tendencies predominate, so that managers can fly higher and eradicate the negative influences of seagull behavior.

Journal

Industrial and Commercial TrainingEmerald Publishing

Published: Apr 17, 2009

Keywords: Leadership; General management; Morale; Productivity rate; Performance management; Targets

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